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Issue#1 - Jidoka, Lean Culture change, Toyota versus BMW and more

Moshi Moshi brave Leaners!

We hoped you enjoyed our previous issue.
Thank you for reading, sharing, participating. Thank you to all of you that gave us feedback.

“The Biggest room, is the room for improvement” - Chinese proverb

Last week we asked you in our poll “Where do you apply Lean Values”?
The results so far are as follows:
34% in Manufacturing
34% in Startups
26% in Product Management
6% in Other

Japanese Word

自働化 Jidoka

“Intelligent automation” or “Automation with a human touch”

Find out more in Wikipedia

Lean Coffee

OPINION Lean culture change, never an option but a must by Iago Radio

How would you answer the question: What are your business’ foundations? Some would say it is the idea, or maybe the strategy but the answer is much simpler than that: it is the culture.

Culture is the foundation of every single business; it is how the company acts and what all employees breathe, from the CEO to the concierge. It comprises all the tacit rules and behaviours behind actions.

The culture is the key of success or failure. The triumphs of Zara, Google or All Blacks, although very different entities, have a basic common factor. This is the culture of their employees, which includes going beyond the limits, innovating and focussing on quality. Similarly, the defeats of Volkswagen, FIFA or Nokia, have been caused by culture too; the culture of box-ticking and exclusively getting quick benefits in the short-term.

How things are done is the basics of the lean culture; it does not matter WHAT is done, the key is HOW it is done; how the company focuses on people development, customer experience or on product/service for example. After the foundations, the pillars: leadership, communication, empowerment and teamwork. Reactions to success and failure, how strengths and weakness are managed; how employees, customers and suppliers are communicated to; how employees and customers are empowered and how different departments and colleagues work together.

All pillars focus on people, because humans are the key of lean, culture and change. They need to be the business’ core; otherwise there’s no lean, no culture and no change.

Changing the culture is the most difficult and the longest transformation of all, but it is without a doubt the most important as well, it is vital for current and future successes. However, the culture needs to be a living and transforming entity, evolving with the society. It also needs to change constantly to adapt to the environment; e.g. the Seventies’ culture is not adequate for Twenty-tens society.

World, lifestyle and the community are constantly changing, so the culture needs to change with them.

Iago Radio, Value Stream Manager

Participate in The Debate.

ARTICLE TPM, a complete Lean Management system by Sergi Prieto

TPM (Total Productive Maintenance) is a system to manage and control the maintenance of production equipment based on standardization.

TPM has three main goals:

zero unplanned failures.
zero product defects.
zero accidents.

TPM is considered a complete system.

The system is based on 8 pillars allowing to change from a traditional maintenance system (management of corrective failures) to a system based on an autonomous, preventive and predictive system with fewer corrective actions.

Find out more here: http://www.reliableplant.com/Read/30300/total-productive-maintenance

Sergi Prieto, Lean Management Consultant

Participate in The Debate.

OPINION Beware the KPI by Paul Everitt

Back in 2007, Volkswagen set out a number of targets under the banner of ‘Strategy 2018’. One of which was to become the largest auto maker in the world (by volume) targeting the production of >10 million units in a single year by 2018. That goal was achieved in 2014. This was not the only target set at the time, but it was high on the list.

In my experience, the only valid reason to introduce, measure and track any KPI is to influence and change behaviour.

We look to see a difference in actual compared to target and use people skills, systems of work, tools and methods of work to close the gap.

So, setting a target focussed on increasing output will inevitably change behaviours, possibly to the detriment of other targets such as quality & customer satisfaction?

Time will tell how widespread the current issues are both within VW and elsewhere. We should perhaps, take a moment to consider the intended and potential unintended consequences of our own KPIs.

Paul Everitt, MD, Lean Consultant & Coach at Lean Manufacturing UK Ltd

Participate in The Debate.

VIDEO Spot the differences: Mirai vs i3 by Eduardo L. García

Two of the biggest car manufacturers Toyota and BMW are following radically different approaches for the manufacturing of their low series new electric models.

BMW i3 Factory Production Tour

Toyota Mirai Production

Eduardo L. García, Kaizen Leader

Take part of our poll and participate in The Debate.

The Poll

POLL Which car is cheaper to produce? Have your say!

The Debate

DEBATE Express yourself

For Lean culture change, never an option but a must: Lean training for operators, before or during Lean implementation? What is the biggest resistance in Lean implementation? How to engage people who don't want to engage with Lean?

For TPM, A complete Lean Management system: Which one of that maintenance system do you usually use in your company: Corrective Maintenance, Autonomous Maintenance, Preventive Maintenance or Predictive Maintenance?

For Beware the KPI: What are the intended behavioral changes for any given KPI? Have you considered potential unintended behavioral changes that a KPI may drive?

For Spot the differences: Mirai vs i3. At first view... which of them do seems cheaper to produce? Which approach do you prefer and why?

Leave your comments and thoughts below